The process manager typically looks at the entire process flow from start to finish. However, it is not the process manager who decides on changes to the process, but rather the process owner. This role is often assigned to a department or business unit manager. When examining an end-to-end process, it becomes clear that multiple departments or areas are involved in the overall process. However, since a department manager is only responsible for the part of the process within his department, he cannot make decisions about optimizing other process parts. To realize the full potential of end-to-end process optimization, the process needs to be viewed and developed as a whole and across departmental boundaries. A lack of clear authorities and effective communication can complicate the decision-making process and quickly lead to confusion and frustration within the project. This costs valuable time and resources and may have a long-term negative impact on the success of the project.
- Defining roles and responsibilities is therefore one of the cornerstones of successful Business Process Management (BPM), as the different roles ensure an orderly progression of the BPM lifecycle.
- Define clear responsibilities and permissions with a role concept and ensure that everyone on the project knows their rights and responsibilities: Who can make decisions about process changes? Who approves new processes? The BPM role concept provides appropriate answers to these questions.
Chief Process Officer (CPO) assume the leading role in process management. The CPO is responsible for embedding process thinking in the company's strategic direction and deriving suitable methods for their area of responsibility. They are part of the top management level and establish a company-wide process-oriented approach.
- Aligning the company's strategy with process management
- Defining goals based on process management strategy
- Driving the change process
Process Owners are responsible for the strategic control of a process according to the guidelines set by the CPO. They oversee process planning and ensure process efficiency.
- Strategic process control
- Initiation of process improvements
- Coordination via other process interfaces
Process Managers are responsible for the operational execution of the process and ensures its implementation based on the strategic guidance provided by the Process Owner.
Key responsibilities include:
- Operational process control
- Establishing and execution of operational processes
- Process modeling
Process Management Consultants support and guide all roles within process management and are often called upon as independent advisors when significant changes in BPM are being considered. As outsiders, they can assess the situation from a neutral point of view and help the company to develop and introduce methodological BPM elements, such as process analysis or optimization.
- Analyzing and designing enterprise-wide and process-specific BPM methodologies
- Supporting process analysis and optimization
- Identifying weaknesses and developing solutions
Process Participants execute each process step and ensure goal-oriented performance. Therefore, they need a basic understanding of process management and should be familiar with the specific requirements of process execution in their operational day to day business.
Some key responsibilities are:
- Contributing to the design of target processes
- Implementing customer requirements in process execution
- Measuring process performance
Process Controllers support all leadership roles in process management and help to control goal-oriented processes in relation to operational and strategic requirements.
They are involved in tasks such as:
- Modeling leadership processes
- Presenting relevant metrics and defining process goals
- Establishing a process reporting system
Process Auditors ensure the proper execution of processes and compliance with all established process requirements and identify weaknesses in execution. This promotes compliant process execution – even from a legal perspective.
Some of the key responsibilities include:
- Ensuring adherence and transparency of compliance requirements
- Reviewing and revising all process descriptions and documentations
- Analyzing and implementing process execution improvements
The RACI Matrix is a proven method to further specify and visualize roles and responsibilities in process management. It allows you to define, for each task in the process, who is responsible for performing the task (R), who is accountable (A), who needs to be consulted (C), and who should be informed (I). By linking process roles to the RACI matrix, you create a holistic view of your process management. Process roles define general and cross-departmental responsibilities, while the RACI Matrix enables detailed assignment of roles to specific tasks within sub-processes. Together, they provide a comprehensive solution for improving teamwork and coordination.
The intelligent tool for process modeling, analysis, optimization, communication, and control allows you to manage all process roles in one central location. In a repository, you define the various roles, specify their responsibilities and permissions, and assign tasks accordingly. With BIC Process Design you can create up-to-date and consistent role profiles, effectively eliminating uncertainty and inconsistencies in role definitions.